Componentware means software designed to work as components for larger applications.

Like in the PC, that is built from keyboard, monitor, mouse, etc.

In componentware, because the interfaces between modules are standardized, it is possible to mix software from different providers. Componentware is changing the dynamics of the business of software.

Some software companies see it as an opportunity; SAP for example, plans to split its monolithic solution into components that will facilitate the integration of third party components. Other software companies see componentware as a threat, as it could make the entrance barrier lower and the life easier for newcomers. ]]> http://www.giorgiobuccilli.com/2008/09/software-dis-integration/feed/ 0 http://www.giorgiobuccilli.com/2008/01/features-that-matter-most/ http://www.giorgiobuccilli.com/2008/01/features-that-matter-most/#comments Tue, 29 Jan 2008 05:11:07 +0000 Giorgio Buccilli http://127.0.0.1/wordpress27/?p=235

Companies like Google and Netscape knows what it takes to run a successful business. It is the business model, and not the product that determines success or failure of software companies. That’s what many start-ups have unhappily discovered for themselves.

I’ve still much to learn, yet something have learned on what start-ups should better do:

1. -remain a “product company” long enough to build a customer base, before offering customization and services
2. -run the business independently from distribution channel
3. -avoid appointing the chief engineer as business manager.

In 1999, Pope John Paul II, launched the CD ‘Abbà Pater’ on which… he raps. In the same year an amendment to the Chinese constitution says that “Private business is an important component of the country’s socialist market economy“.

Business is like a stage where we all play roles. But instead of traditional action, we play in improvised theatres. Without a script nor a director, the audience is joining the actors, asking for leading roles.

Every role is vacant. The horror theatre is open, fantastic and frightening. As our business is driven by uncertainty and fear, what is pushing us at the speed of light?

Gillette and Wilkinson keep adding more blades to razors. “Razor and blade” business model works by selling an initial “master” product at a loss (razor), while making profit with “consumables” (blades).

Gillette won a patent for its double edge razor in 1904, another for the double-blade in 1971, before the three-blades in 1998. Now Gillette sells five blades, rear blade and battery power razors. Trends indicate Gillette will ‘invent’ an eight blades razor in 2015. Because Gillette acquired Duracell, it put batteries into razors, another consumable product within the master product. Wilkinson acquired by Energizer did the same.

I’m missing the benefit of such product, as I don’t find them much comfortable. Gillette recently became supplier of Oral-B. I’m afraid they will embed a toothbrush as well in the future. What worries me more, is that Wilkinson also markets tools for Circumcision for medical suppliers…

Although marketing gurus suggest to avoid doing business with friends, as it’s the easiest way to end a friendship, thousands of partnerships are created and run by friends.

25% of all European Small & Medium Enterprises are based in Italy, and despite what gurus say, most of them are friend run. Or better most of them are family run businesses. Take Barilla for example (a food company), who received the 9th annual “IMD – Family Business Award,” joining names like Lego, Henkel and  Zegna. Seems that family run businesses are more successful than friend run ones.

Maybe we should consider the following exception to the gurus advice: don’t start a business with a friend,  unless you’re planning to marry him/her.